AIESEC Global Annual Report 2009-2010

The international platform for young people to explore and develop their leadership potential

Achieving Impact EVERY MEMBER | EVERY DAY | EVERYWHERE

Global Annual Report 2009­2010

A Letter from the President...

The Power of Young People There are over 6 billion people in the world and more than 1.2 billion of them are young people. The power of young people to inspire, and be the change the world needs today is beyond measure.

Everyday, this simple fact inspires us as the world’s largest student­run organisation. The challenges that face the world we live in today are constantly changing but as young people we have as much responsibility in addressing them as the generations that precede us.

We have recently witnessed one of the world’s most !"#$"%&'$()%$'$&"'*)&+"!,!-)(.,)/,+"*!)01)&*"2'(,)&.'$#,)'+,) growing, the gap between the rich and the poor is constantly 3"4,$"$#-) (.,+,) '+,) 20+,) &05$(+",!) 3"(.) "$(,+$'*) &0$6"&(!) than ever before, over 10 million children die every year before they reach the age of 5, politicians still seem to be making promises they cannot deliver on and so on. These are just some of the challenges we face today.

As young people we can look at the current state of the world and blame our misfortune on what has been inherited from previous generations. We can continue to blame our past and hope for success in the future, or we can take the challenge that is in front of us and tackle it with our best.

We can see a chance to capitalize on all the wonderful things our parents’ and grandparents’ generations started.

As AIESEC, we look at the world today and we see incredible opportunity for positive change.

“If all you ever do is all you’ve ever done, then all you’ll ever get is all you ever got.”

In this past year (June 2009 ­ July 2010) we have truly embodied our responsibility of developing the people who will make a positive impact in our society. We have grown at a rate of over 50% across our major organisational goals while most organisations have only now started (0) +,&07,+) 1+02) (.,) %$'$&"'*) &+"!"!8 We now have over 50,000 members in 110 countries covering over 1700 universities worldwide. In this past year we saw more than 80% of all entities in AIESEC grow and while doing so we increased our impact exponentially.

As an organsation we have existed for 62 years and as of today we are bigger and better than we have ever been. This past year we have implemented or initiated systemic changes that make our organisation leaner even while we grow at exponential rates. One of the key factors in our growth has been the power of simplicity. This growth comes from tens of thousands of members across local chapters clearly understanding our organsation’s ultimate

objective: create agents of positive change through the AIESEC Experience. We have been at major forums around the world including COP 15 to represent the views of young people worldwide. We have done this while being part of the discussion and not raising placards outside. We have begun to harness the power of social media as an effective tool in reaching thousands of people everyday.

2010 is a very special year for AIESEC as we come to the end of our 5 year organisational mid­term ambition. We come together this year as an association to celebrate the achievement of AIESEC 2010 and to create AIESEC 2015.

The power of young people is incredible. This past year AIESEC showed that harnessing this power is crucial for the world we live in, especially if we are to tackle the major challenges in front of us.

This report is a summary of our main achievements in this past year and a very small token of our appreciation and gratitude for our partners, supporters, alumni and thousands of active AIESEC members who make all of this possible.

Thank You. Best Wishes,

Aman Jain President | AIESEC International 2009­2010 AIESEC | Global Annual Report

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TABLE OF CONTENTS 4 7 10

19 21

28

35

40

About AIESEC AIESEC International Team 2009/2010 Performance Report Membership & Leadership International Internships Global Competency Model Global Impact AIESEC 2010: 5 Years of Growth & Impact AIESEC: The Gen Y Business Model Impact Report Understanding AIESEC’s Impact Information & Communication Technologies Sustainability Diversity & Cultural Education Labour Mobility Social Business HIV/AIDS Pandemic Initiatives Media & Publications Global Events Global Alumni Awards Supporters Global Governance Global Awards Global Partners Financial Report

Find us:

Facebook | AIESEC Global

www.aiesec.org

Flickr | AIESEC Global Gallery

Twitter | AIESEC

Youtube | AIESEC TV

About AIESEC AIESEC has 60 years of experience in developing high­potential youth into globally ­ minded responsible leaders.

Present in over 110 countries and territories and with over 50,000 members, AIESEC is the world’s largest student­run organisation. Focused on providing a platform for youth leadership development, AIESEC offers young people the opportunity to participate in international internships, experience leadership and a global learning environment. What makes AIESEC unique is the youth­driven impactful experience that it offers to its members. AIESEC is run by young people for young people, enabling a strong experience to all its stakeholders.

9) :5+)members are part of an exciting, driven global network. They are able to contribute to societal change while exploring their own vision for a positive impact on society.

9) ;,)'+,)!5//0+(,4)<=)(.05!'$4!)01 partner organisations around the globe who look to AIESEC to support the development of youth and to access top talent through our global internship programme.

9) :5+ alumni are leaders within their organisations and communities. They use the experience, skills and inspiration AIESEC has provided them to be agents of positive change within today’s society.

Our Vision

AIESEC’s Scope

D,'&,)'$4)15*%**2,$()01).52'$E"$4F!)/0(,$("'*8

>?@A@B) "!) ') #*0<'*-) $0$C/0*"("&'*-) "$4,/,$4,$(-) $0(C10+C/+0%() organisation run by students and recent graduates of institutions of higher education. Our members are interested in world issues, leadership and management.

Our Approach

AIESEC members live an integrated development experience. AIESEC does not discriminate on the basis of race, colour, This involves leadership opportunities, international internships gender, sexual orientation, creed, religion, national, ethnic or and interacting with a global network to support their development. social origin.

AIESEC in Numbers

50’000 members

1’600 universities

10’000 leadership roles

470 conferences

10’000 internships

110 countries

4’000 partners

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AIESEC | Global Annual Report

+ 60 years of experience

Our Values Our values provide a way for AIESEC to encourage common behaviour across our global network.

Activating Leadership Enjoying Participation We lead by example and inspire leadership through our activities. We take full responsibility for developing the youth leadership potential of our members.

We create a dynamic environment created by active and enthusiastic participation of individuals. We enjoy being involved in AIESEC.

Demonstrating Integrity We are consistent and transparent in 05+)4,&"!"0$!)'$4)'&("0$!8);,)15*%**)05+) commitments and conduct ourselves in a way that is true to our ideals.

Striving for Excellence We aim to deliver the highest quality performance in everything we do.

Through creativity and innovation we seek to continuously improve.

Living Diversity

Acting Sustainably

We seek to learn from the different ways of life and opinions represented in our multicultural environment. We respect and actively encourage the contribution of every individual.

We act in a way that is sustainable for our organisation and society. Our decisions take into account the needs of future generations.

Colombia Costa Rica Cote d’Ivoire Croatia Czech Republic Denmark Dominican Republic Ecuador Egypt El Salvador Estonia Ethiopia Finland France Gabon Georgia Germany Ghana Greece Guatemala Hong Kong Hungary Iceland

India Indonesia Iran Ireland Italy Japan Jordan Kazakhstan Kenya Korea Kyrgyzstan Latvia Lithuania Macedonia, Republic of Malaysia Malta Mauritius Mexico Moldova Mongolia Morocco Mozambique The Netherlands

New Zealand Nigeria Norway Oman Pakistan Panama Peru The Philippines Poland Portugal Puerto Rico Qatar Romania Russia Rwanda Saudi Arabia, Kingdom of Senegal Serbia Singapore Slovakia Slovenia

South Africa Spain Sri Lanka Sweden Switzerland Taiwan Tajikistan Tanzania Thailand Togo Tunisia Turkey Uganda Ukraine United Arab Emirates United Kingdom United States of America Uruguay Venezuela Vietnam Zimbabwe

AIESEC | Global Annual Report

Our Network

Afganistan Algeria Angola Argentina Armenia Australia Austria Azerbaijan Bahrain Bangladesh Belgium Benin Bolivia Bosnia ­ Herzegovina Botswana Brazil Bulgaria Cambodia Cameroon Canada Chile China, Mainland of

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Make history.

AIESEC partnered with us to develop their 100 most senior leaders through an 18-month experiential leadership programme.

Our programmes with other market and thought leaders pay for themselves several times over.

But investing in the leaders of tomorrow will have returns far greater than that.

FUTURECONSIDERATIONS

Leadership development

www.futureconsiderations.com

Strategy implementation

Team development Embedding corporate sustainability Multistakeholder facilitation

Working in: » UK » US » India » Brazil » Mexico » Nigeria » South Africa » New Zealand » Russia » France » Germany » The Netherlands

AIESEC International Team 2009/2010 Achieving Impact: every member, every day, everywhere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processes, which leads to the delivery of a higher number of quality AIESEC Experiences.

With the team stand of Achieving Impact: every member, everyday, every where, the AIESEC International 2009­10 team initiated and implemented necessary systemic changes, set ambitious targets and supported every part of the association resulting in record­ breaking achievement across all our major organisational goals.

Back from left to right: Aman Jain (President), Cindy Rocha (Director ­ Africa), Vishal Jodhani (VP Talent Management), Hugo D,+,"+')GLD):/,+'("0$!)M)A(+'(,#=I-)H,.2,()NO*4O+O2)GP"+,&(0+)C)H"44*,)@'!()M)Q0+(.)>1+"&'I-)B'+0*=$)R5!.)

(VP Communications) Middle row from left to right: Alexa Mabonga (External Relations Manager), Franklin Morales (External Relations Manager), Walter Heredia (VP External Relations), Emily Jones (Director ­ Western Europe & North America), Iris Guanhong Li (Information Management Manager), Aditi Bhat (VP Exchange), Ruthie Garelik (External Relations Manager), Lucas Florez (VP Information Management) Front row from left to right: P'7"4)S,$T'2"$)GP"+,&(0+)C)>!"')D'&"%&I-)H'+"')U57!."$07')GP"+,&(0+)C)B,$(+'*)M)@'!(,+$)@5+0/,I-)H'*"$') Ciolpan (VP Finance) AIESEC | Global Annual Report

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At Deutsche Post DHL, we bring together skills from across our Mail and Logistics organization to apply our employeesâ&#x20AC;&#x2122; expertise to develop customer solutions. You will have the opportunity to innovate, to take the lead in developing solutions for our customers, and to see the results.

We are pleased to invite AIESEC members who are aligned with our values and share our can-do attitude to consider internships with Deutsche Post DHL. We are confident that we can meet your needs for a challenging and stimulating career. www.dp-dhl.com/career

HERE I CAN DEVELOP CAREERS â&#x20AC;&#x201C; MY OWN AND OTHERSâ&#x20AC;&#x2122;.

MY AIESEC EXPERIENCE s !)%3%# )NTERNATIONAL 'LOBAL #OMMUNICATION #REW s 0RESIDENT !)%3%# IN -ALAYSIA s 6ICE 0RESIDENT 3TRATEGIC )NITIATIVE !)%3%# IN -ALAYSIA s $IRECTOR OF %XTERNAL 2ELATIONS !)%3%# IN 5NIVERSITY OF -ALAYA -ALAYSIA 2%!3/.3 &/2 */).).' $EUTSCHE 0OST $(, !S AN INDIVIDUAL WHO ENJOYS A FAST PACED HIGH PERFORMANCE ENVIRONMENT ) ALWAYS WANTED TO JOIN A COMPANY THAT IS LEADER IN ITS BUSINESS A COMPANY THAT SETS HIGH STANDARDS AND DELIVERS GREAT RESULTS

A COMPANY THAT HAS STRONG ORGANIZATIONAL CULTURE AND VALUES !PART FROM THAT ) WANTED TO JOIN A COMPANY THAT WOULD RECOGNIZE MY TALENTS AND PREVIOUS EXPERIENCE AND WOULD SUPPORT MY GROWTH IN DIFFERENT WAYS ) THINK $EUTSCHE 0OST $(, PERFECTLY lTS AND EVEN EXCEEDS MY REQUIREMENTS AND EXPECTATIONS MY INTERNSHIP STORY !S A GLOBAL PARTNERSHIP COORDINATOR ) WORK IN THE CORPORATE HEADQUARTERS OF $EUTSCHE 0OST $(, IN "ONN 'ERMANY %VERY DAY ) HAVE AN OPPORTUNITY TO WORK WITH TOP MANAGERS IN DIFFERENT DEPART MENTS AND BUSINESS UNITS IDENTIFYING OPPORTUNITIES TO OPEN INTERNSHIP POSITIONS FOR YOUNG TALENTS 4HROUGHOUT MY TENURE ) VE BEEN RESPONSIBLE

*AMES ,OH $EUTSCHE 0OST $(, n !)%3%# 'LOBAL )NTERNSHIP #OORDINATOR

FOR SELECTING MORE THAN INTERNS FOR OUR OFlCES WORLDWIDE ) HAVE A CHANCE TO TRAVEL AROUND THE WORLD PRESENTING AND EXTENDING PARTNERSHIP WITHIN THE 'ROUP !T $EUTSCHE 0OST $(, ) M CONSTANTLY CHALLENGED TO LEARN A LOT

PERFORM WELL AND GROW FAST PROFESSIONALLY AND PERSONALLY www.dp-dhl.com/career

Performance Report | Membership Number of Members 54,182

50,000 40,000

32,315

20,000 10,000

38,318

30,000

22,359

V*0<'**=-)>?@A@B) .'!) 20+,) (.'$) WXX) *0&'*) 01%&,!) "$) cities and on university campuses in over 100 countries.

Consisting primarily of volunteers, the membership base of AIESEC now exceeds 54,000. Members of AIESEC contribute their time towards facilitating the global exchange programme, engaging in leadership development activities and ultimately going on an exchange themselves.

41% Growth!

0 2006­07

Since 2006 AIESEC’s membership has seen a consistent increase. By the end of the calendar year in 2009 the membership base had grown to over 49,000 and in the start of 2010 we have already seen an increase of an additional 6,000 members.

J."!) !"#$"%&'$() #+03(.) "$) 2,2<,+!."/) "!) *'+#,*=) 45,) to an increase in three things: !"#$%$&$'()$*)'+")'(,") and duration of AIESEC Experience members can live, more entry points for students and a focus on diversifying member backgrounds especially towards technical, IT and engineering students.

AIESEC’s membership consists of 55% female and 45% male students and recent graduates. This ratio remains across those members taking on leadership roles and international internships in AIESEC.

56%

44%

Female

Male

Members on International Internships 58%

42%

Female

Male

Engineering Law

Western Europe & North America

7%

3% 6%

Africa

Arts

Marketing IberoAmerica

International

Business

Computers Human Resources

Commerce

Management

Social Science

Economics

Communications

Finance

Political Science

Accounting

>!"')D'&"%&

Language

Central & Eastern Europe

15%

2009­10

Academic Background of Membership

Regional Distribution of Membership

26%

2008­09

Members in Leadership Roles

Most members are between the ages of 19­24 including those who take on leadership roles in AIESEC. Many members taking on leadership roles are on average 2 years older than those they lead. The academic backgrounds of members are spread mostly across business administration, international business and language studies.

43%

2007­08

Middle East & North Africa

Global Metrics: Reporting in AIESEC is done for the leadership term of one year starting in July and ending on June 30th of the next year. For this report performance is usually tracked from July1st 2009 – June 30th 2010. All comparisons and data are taken on this basis. Performance of countries and regions are measured in a similar manner. We report on the organisational goals for AIESEC which are: Number of members of AIESEC, Number of internships facilitated, Number of Leadership roles taken by members, Number of countries and territories AIESEC is present in, Satisfaction ratings for leadership development and international internships.

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AIESEC | Global Annual Report

Performance Report | Leadership Development Number of Leadership Roles in AIESEC

11,480

10,000

52% Growth!

7,549

6,147

5,000

7,595

AIESEC provides an unmatched leadership development platform for all its members. Leadership "$)>?@A@B) "!) 4,%$,4) '!) *,'4"$#) ') (,'2) 01) 2"$"252) Y) /,0/*,) 10+) ') 2"$"252) 01) Z) 20$(.!) 3"(.) ') 4,%$,4) goal and objective in mind. This experience develops competencies and leadership characteristics in all AIESEC leaders enabling them to further enhance their team management, strategic planning and people skills.

0 2006­07

Leadership roles in AIESEC are generated at local, national and global levels. Members take on executive leadership roles within AIESEC and their functions may include managing operations and key projects, leading a team, setting strategy and goals, budgeting and %$'$&"'*)2'$'#,2,$(-)(+'&E"$#)+,!5*(!)'$4)+,/0+("$#)(0) external stakeholders.

As an organisation we measure our members’ satisfaction with their leadership experience in AIESEC. The satisfaction levels are measured on the basis of the AIESEC Brand Promise which is the primary expectation we set for our stakeholders. The Brand Promise of AIESEC promises all its stakeholders 5 key elements for development: 1.

2.

3.

4.

5.

Professional Development Personal Development Societal Impact International Experience Global Network

2007­08

2008­09

2009­10

Satisfaction Rating of the AIESEC Leadership Platform

Global Network

14%

Societal Impact

37%

15%

International Experience

8%

Personal Development

15%

Professional Development

15%

48% 40%

43%

58%

32%

44%

39%

40%

Q0()A'("!%,4 Somewhat A'("!%,4

43% A'("!%,4

L,+=)A'("!%,4

[)J.,)!'("!1'&("0$)!5+7,=)3'!)&0$45&(,4)10+)(.,)%+!()("2,)"$)\'$5'+=)ZX]X)10+)(.,),$("+,)2,2<,+!."/8)J.,)+'("$#!)'+,)#'(.,+,4)1+02)')!'2/*,)01)]^_)01)(.,)2,2<,+!."/8

AIESEC’s Global Leadership Development Programme “The quality of an organisation is determined by the quality of its Leadership”.

AIESEC needs to ensure the organisation has strong leadership, leadership that is globally minded and locally impactful. Leadership that knows how to powerfully combine driving a vision with driving results.

On this platform, we have developed the AIESEC Global Leadership Development Programme, LEAD, along with our partner – Future Considerations, for our senior leaders (National Presidents and AIESEC International) with the aim of modelling a programme that can eventually extend and adapt to the larger organisation.

AIESEC | Global Annual Report

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Performance Report | Internships Report Number of International Internships

2009/10 saw a 54% growth in international internships facilitated. This growth is mainly due to an increasing number of short term internships in the development '$4)$0$C/+0%()!,&(0+8)J.,)>!"')D'&"%&)'$4)B,$(+'*)'$4) Eastern Europe regions are the primary contributors to this growth.

10,443

10,000

5,000

54% Growth!

4,887

6,783

4,251

AIESEC facilitates more than 10,000 international internships in over 100 countries for our members and /'+($,+!8) J.,!,) "$(,+$!."/!) !/'$) ') 25*("("4,) 01) %,*4!) including working with NGOs and community­based organisations, interning in a small or medium scale enterprise to develop its business overseas, -./0$*1) .*) +234*) /"5.2/6"5) 4*7) ) 8*4*6$4&) ,/46'$6"5) $*) &4/1") 8/359) '"46+$*1) &4*1241") 4*7) specialised technical and engineering internships.

These internships provide an opportunity for young !(54,$(!)'$4)+,&,$()#+'45'(,!)(0)30+E)"$)(.,"+)%,*4)01) interest while in another country, to gain a rich cultural and professional experience.

2006­07

2007­08

0 2008­09

2009­10

Regional Distribution of Internships

36%

Central & Eastern Europe >!"')D'&"%&

6%

IberoAmerica Western Europe & North America

16%

27%

Africa

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AIESEC | Global Annual Report

14%

Distribution of Internships by Sector

Hardware

Insurance

Education

NGOs

Banking

Management

Cultural

Communications

Institutions Software

Telecommunications

Services

Computer

Engineering

Business

FoundationsMarketing Chemicals

Media

AIESEC Internships span a number of industries and sectors. They are primarily concentrated in the development sector with many positions dealing with NGOs and community­based organisations.

AIESEC has seen an increase of internships facilitated in the technical sector as well as growth in the telecommunication, biotechnology, teaching and university administration sectors. Most internship candidates in AIESEC are between the age of 20­26 and mainly come from backgrounds of international business and economics, language studies and social sciences.

1%

Middle East & North Africa

Performance Report | International Internships As an organisation we measure our members’ satisfaction with their international internship in AIESEC. The satisfaction levels are measured on the basis of the AIESEC Brand Promise which is the primary expectation we set for our stakeholders. The Brand Promise of AIESEC promises all its stakeholders 5 key elements for development: 1.

2.

3.

4.

5.

Professional Development Personal Development Societal Impact International Experience Global Network

Satisfaction Rating of the Internship Experience Global Network

11%

Societal Impact

12%

39%

47%

International Experience

16%

36%

47%

Personal Development Professional Development

6%

35%

36%

13% Q0()A'("!%,4

51%

58%

40% Somewhat A'("!%,4

46% A'("!%,4

L,+=)A'("!%,4

[)J.,)!'("!1'&("0$)!5+7,=)3'!)&0$45&(,4)10+)(.,)%+!()("2,)"$)\'$5'+=)ZX]X)10+)(.,),$("+,)2,2<,+!."/8)J.,)+'("$#!)'+,)#'(.,+,4)1+02)')!'2/*,)01)]^_)01)(.,)2,2<,+!."/8

AIESEC | Global Annual Report

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Performance Report | Global Competency Model This year, AIESEC revised our Global Competency Model to create a simpler, leaner, and more relevant framework for the organisation.

This model truly differentiates AIESEC and our membership.

AIESEC’s Global Competency Model 1. GLOBAL MINDSET ­ Increasing awareness about other cultures and world affairs | Expanding personal and professional network by interacting with people of diverse cultures | Working effectively with individuals from diverse cultures | Openness towards differences in opinion | Adapting easily to new situations; 2. ENTREPRENEURIAL OUTLOOK ­ Constantly scanning environment to look for new opportunities | Coming up with innovative ideas to increase organisational performance | H'$'#"$#) +,!05+&,!) ,11,&("7,*=) `) >&.",7"$#) %$'*) #0'*-) 4,!/"(,) challenges | Demonstrating ability to engage others to achieve a common goal ; 3. SOCIAL RESPONSIBILITY ­ Taking decisions keeping in mind the long­term consequences | Setting an example which inspires others to take action | Looking for innovative solutions that create societal impact | Taking ownership for the outcomes of one’s action; 4. EMOTIONAL INTELLIGENCE ­ Ability to empathize with others | Actively listening to others | Showing maturity through responsibly managing own emotions | Showing consistency between own words and actions | Building good interpersonal relationships; 5. PROACTIVE LEARNING ­ Aware of own strengths and weaknesses | Ability to capitalize on own strengths | Seeking feedback to identify key areas for own development | Putting acquired knowledge or skill to practical use | Taking an active role and contributing to the development of others; AIESEC’s members use an online Competency Assessment Tool to measure their growth and development. Based on a scale of 1 to 4, members answer questions that examine their Global Mindset, Entrepreneurial Outlook, Social Responsibility, Emotional ?$(,**"#,$&,)'$4)D+0'&("7,)a,'+$"$#)45+"$#)(.,)4"11,+,()!('#,!)01)(.,"+)>?@A@B)@K/,+",$&,8)S,*03)=05)3"**)%$4)&02<"$,4)#*0<'*)+,!5*(!) of AIESEC’s membership.

Membership Competency Scores

3.2

3,1

3,06

3,07

3,09 3,08

3,07

2,95

2,94

2,98

2,96

3.0

2,99

2,98

2,91

2.8 Global Mindset

Entrepreneurial Outlook

Social Responsibility Internship Participants

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AIESEC | Global Annual Report

Emotional Intelligence

Leadership Role

Proactive Learning

New Members

Competency Score

3,13 3,12

With thousands of customers in over 140 countries, our goal is to provide excellence to each and every one. That philosophy extends to our employees too. After all, they make us what we are Ă? a world leader.

To start on the path towards excellence we have designed the Accelerated Development Program.

Every year we open 15 positions within Europe for performance-driven, innovative, highly motivated early talent with 1-2 years of relevant work experience. They will gain knowledge and business acumen from 3 rotational assignments in different European countries over the span of 24 months.

We are looking for the best and brightest with leadership ability and a global mindset. That is why we have chosen AIESEC as our preferred supplier of early talent. And our mobility partner during the program. Participants will gain extensive professional experience with each rotation. At the end of the program, successful participants are hired into a permanent role within Europe.

Our rotational development programs are designed to provide the best career development opportunities found anywhere.

Most importantly. It begins with you.

www.ingersollrand.com/careers

Performance Report | Global Impact WESTERN EUROPE & NORTH AMERICA Number of Members 8523 Number of International Internships delivered 3340 Number of local AIESEC Chapters 231 Growth in the region 13% Top 5 Sectors for Internships

1. Computer Services, Hardware & Software 2. Education 3. Banking, Financial Services & Insurance 4. Media & Marketing Agencies 5. NGOs, Foundations & Cultural Institutions Favoured Internship destination of students from...

1. Romania 2. Brazil 3. Poland

MIDDLE EAST & NORTH AFRICA Number of Members 1450 Number of International Internships delivered 438 Number of local AIESEC Chapters 26 Growth in the region 39% Top 5 Sectors for Internships

IBEROAMERICA Number of Members 8523 Number of International Internships delivered 2374 Number of local AIESEC Chapters 99 Growth in the region 66% Top 5 Sectors for Internships 1. NGOs, Foundations & Cultural Institutions 2. Education 3. Computer Services, Hardware & Software 4. Government 5. Business Services Favoured Internship destination of students from...

1. Brazil 2. Colombia 3. United States

16

AIESEC | Global Annual Report

1. NGOs, Foundations & Cultural Institutions 2. Education 3. Media & Marketing agencies 4. Banking, Financial Services & Insurance 5. Telecommunications & Electronics and Computer Services, Hardware & Software

Favoured Internship destination of students from...

1. United States 2. Brazil 3. Canada

CENTRAL & EASTERN EUROPE Number of Members 14347 Number of International Internships delivered 5724 Number of local AIESEC Chapters 153 Growth in the region 43% Top 5 Sectors for Internships 1. NGOs, Foundations & Cultural Institutions 2. Education 3. Engineering 4. Banking, Financial Services & Insurance 5. Computer Services, Hardware & Software Favoured Internship destination of students from...

1. China 2. India 3. Ukraine

AFRICA

ASIA PACIFIC

Number of Members 3350 Number of International Internships delivered 1335 Number of local AIESEC Chapters 51 Growth in the region 79%

Number of Members 14726 Number of International Internships delivered 7671 Number of local AIESEC Chapters 145 Growth in the region 87%

Top 5 Sectors for Internships

1. NGOs, Foundations & Cultural Institutions 2. Education 3. Banking, Financial Services & Insurance 4. Government 5. Computer Services, Hardware & Software

Top 5 Sectors for Internships

1. NGOs, Foundations & Cultural Institutions 2. Education 3. Computer Services, Hardware & Software 4. Business Services 5. Media & Marketing Agencies

Favoured Internship destination of students from...

Favoured Internship destination of students from...

1. China 2. Poland 3. Japan

1. China 2. The Netherlands 3. India

AIESEC | Global Annual Report

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AIESEC 2010 | 5 Years of Growth & Impact Every day, AIESEC is enabling the development of agents of positive change who create the needed impact in society.

Our rapidly growing network connects high potential people around the world to generate an increasing volume of AIESEC Experiences.

Every member in our thriving local and global communities of learning completes a life­changing AIESEC Experience. !"#$ %&'(#)*"()&'$ +,-./$ "/$ (0.$ 1#/($ %0&)%.$ ,+&'2/($ 3&"'2$ 4.&45.$ ,'6$ organisations for activating leadership.

AIESEC 2010 is the short term vision the organisation set for itself in 2005 in order to drive performance and achieve substantial growth and impact by 2010. It laid down the foundations of a visioning process that +,!5*(,4)"$)')!"#$"%&'$()'&.",7,2,$()10+)>?@A@B)#*0<'**=8 As part of the visioning process, the global organisation set key goals which would act as a tangible measure of the vision. These goals have driven AIESEC towards a common purpose for 5 years.

AIESEC 2010 in Numbers 2006 Goal

2007

Achieved Goal

2008

Achieved Goal

2010 *

2009

Achieved Goal

Achieved Goal

Achieved

Members

25000

23261

28000

28332

32000

35015

36000

49627

40000

54182

International Internships

4900

4097

5500

4449

6300

5544

7200

8525

8000

5653

Leadership Roles

6000

6055

7100

7173

8000

7724

8400

9937

9600

6022

Dual Internship & Leadership Experiences

1000

843

1800

1317

2800

570

4000

1075

6000

773

Countries & Territories

87

89

90

101

98

107

105

110

110

110

The 2010 goals are set for each year from 2006­2010 *Note: The numbers for 2010 are reported on a 6 month basis from January to June 2010. However we see that the goals for 2010 were met in the calendar year of 2009.

18

AIESEC | Global Annual Report

AIESEC | A Gen Y Business Model AIESEC has shown remarkable growth from 2008 to 2010. This growth has come precisely at a time when the economic and subprime crises crippled organisations and economies, when borders are closing to international talent, and migration and immigration are the hot topics on every government’s foreign policy. This success is due to AIESEC’s leadership adapting our business model to one that "!)6,K"<*,-)=05(.C4+"7,$)'$4)4=$'2"&8)A02,)01)(.,)(+,$4!)"$&*54,b

1. Increased Mobility to Emerging Markets In comparison to 2005, most of AIESEC’s international internship programme is concentrated in the emerging markets. Brazil, R5!!"'-)?$4"')'$4)B."$')G(.,)SR?B)&05$(+",!I)&0$(+"<5(,)Z^_)01)(.,)07,+'**)"$(,+$!."/)$52<,+!8)a'("$)>2,+"&').'!)#+03$)'()')+'(,)01) cX_))"$)(.,)*'!()=,'+)<=)/+07"4"$#)"$(,+$!."/)0//0+(5$"(",!)(0)!(54,$(!)3"(."$)'$4)05(!"4,)(.,)+,#"0$8)?$)(.,)%+!()d5'+(,+)01)ZX]X-)(.,) >1+"&'$)&05$(+",!)01)e#'$4'-)J'$f'$"')'$4)H0f'2<"d5,)#+,3)'()')+'(,)01)07,+)]^X_8)H0!()01)(.,)!(54,$(!)('E"$#)5/)(.,!,)"$(,+$!."/) opportunities are from Western Europe, North America, Mainland China and Eastern Europe.

Z8)))N05(.)?$(,+,!()"$)(.,)Q0$)D+0%()A,&(0+) AIESEC offers internships primarily in Non Governmental Organisations. We have seen a considerable increase in the interest of young people wanting to experience development work in other countries; particularly in those where the cultural differences '+,)7'!(8)>?@A@B)/+07"4,!)07,+)g-^XX)0//0+(5$"(",!),7,+=)=,'+)"$)(.,)4,7,*0/2,$()'$4),45&'("0$)%,*48)?$4"')'*0$,)/+07"4,!)07,+) 1,200 opportunities to work with NGOs and community development projects. In 2009, over 2,000 students from Europe took the 0//0+(5$"(=)(0)30+E)"$)!.0+()(,+2)"$(,+$!."/!)"$)(.,)$0$C/+0%()!,&(0+8

3. Improved Communication due to Information Systems & Social Media AIESEC developed our own internal information system to manage its business. This system, called myaiesec.net, stores and analyses AIESEC’s membership data as well as provides an opportunity for our members to learn business intelligence techniques during their time in the organisation. It is a virtual world of AIESEC which has largely contributed to growth in the organisation.

We have seen that our volunteers enjoy working with an interactive system to drive their results. Combined with our social media channels we have seen that young people communicate the fastest across countries and cultures on Facebook, Twitter and other such channels. This has considerably reduced the time it takes to communicate and create business relationships across borders .

4. Faster Leadership Cycles The most unique aspect of AIESEC is its ability to thrive over 62 years despite changing its leadership at all levels annually. All executive leadership terms in AIESEC exist for one year. We have seen an increasing number of leadership roles being shorter than one year – where teams are created only for the purpose of a project and these teams are extremely effective as they know their goals and deliver on them in a short period of time .

5. Dual Experiences carry a Competitive Edge AIESEC’s objective is that all our members engage in leadership development by taking on a leadership role and an international internship to broaden their cultural horizons. We have seen an increase in members taking on both experiences. These members see a greater competency development as they combine team and project management activities with the opportunity to experience a completely new culture and working environment. Full time leadership roles on a local, national and international level enable a student to run an organisation and understand the nuances of people management at a considerably young age, providing them with a strong platform for future employment .

AIESEC 2010 | Top Contributors Membership:

Leadership Roles:

International Internships:

Dual Experiences:

1. Mainland of China 2. Brazil 3. Germany 4. India 5. Poland 6. United States 7. Colombia 8. Russia 9. Romania 10. Turkey

1. Brazil 2. Mainland of China 3. Germany 4. India 5. United States 6. Poland 7. Colombia 8. Canada 9. Japan 10. United Kingdom

1. India 2. Mainland of China 3. Poland 4. Turkey 5. Brazil 6. Ukraine 7. Russia 8. Germany 9. Malaysia 10. Indonesia

1. Mainland of China 2. United States 3. Germany 4. Brazil 5. Japan 6. Poland 7. Ukraine 8. Canada 9. Colombia 10. United Kingdom

AIESEC | Global Annual Report

19

Dynamic internship program that cements career opportunities and facilitates international exchange of ideas. Thatâ&#x20AC;&#x2122;s certainty!

As one of the world's fastest growing technology

and

business

solutions

providers TCS has undertaken a special initiative for AIESEC with the ACE program in the year 2004. ACE program provides career development opportunities for more than 100 AIESEC interns annually. Young individuals

selected

from

diverse

geographies join TCS to perform an internship in different corporate functions.

Post which they're offered placements at TCS. Being their designated Global IT partner TCS also developed AIESEC's Global Information system, www.myaiesec.net.

Impact Report | Understanding AIESEC’s Impact The world we live in today faces many challenges.

Whether they are political, social, economic or environmental many are now too big to be resolved by one country or even between a few. They need genuine collaboration and co­ operation that crosses many borders and boundaries.

While there might not be a simple, easy way to deal with these issues, the most important step is to approach them in a way that will foster dialogue. Dialogue between countries, between faiths, between communities and just as importantly, between generations. After all it is the youth of today who will inherit the world that we leave them. I believe that we should listen to them as we make decisions that will affect their lives probably more than our own.

To foster this dialogue we need to ensure that: 1. Young people are aware of major issues facing us today and understand and learn from the hard work of the generations that came before them and, 2. Previous generations are willing to support younger people in being informed and providing them with the ability to come up with innovative solutions.

As the world’s largest student­run organisation, AIESEC has taken great steps over the last 62 years to ensure young people around the world are aware of the issues facing our society today. I have now been associated with AIESEC for more than a decade and have been immensely impressed 3"(.) (.,) 4,(,+2"$'("0$) '$4) 10&5!) 01) "(!) 2,2<,+!) "$) %$4"$#) innovative solutions to deal with issues, including those that older generations have taken for granted.

Over the next few pages you can read about the great work done by AIESEC members, partners and alumni around the world to work towards a better future. These have been grouped into the areas of: information and communication technologies, sustainability, diversity and cultural education, labour mobility, social business and the HIV/AIDS pandemic.

As someone who is now part of today’s older generation, I believe we have a responsibility to step up and do our share to ensure that our children inherit a world that is in a better shape than the one we have inherited from our parents.

Engaging in a serious dialogue with young people and working with them to build a sense of shared responsibility will be instrumental in making our world a better place to live in. To everyone who reads this report I make one request: that you play your part in creating a positive impact in our society. I hope you would join me in commending AIESEC’s members, alumni and partners for their work in doing so thus far.

Thank you.

Through multiple projects in over 100 countries around the Professor Chris Bones world there are thousands of young people who understand that they are already leaders of today who are looking to build on that Dean | Henley Business School at the University of Reading Chair | AIESEC International Supervisory Group. leadership to deliver on the promise of tomorrow.

AIESEC | Global Annual Report

21

Impact Report | Information & Communication Technologies

“

Information and Communication Technologies (ICT) are shaping the way people communicate, relate to each other and exchange information. The rapid developments in this area are noticeable all around the world. In Africa, mobile penetration and Internet subscription has been growing twice than that of the world in recent years, opening new promising applications, like e­banking and e­governance. Education is one of the sectors where technology can highly contribute to a better quality of learning and innovative approaches to pedagogy, providing tools to envision, implement and manage change. It is therefore imperative to ensure that the majority of the population has access and skills to !"#"$%&'()*&+","-).*"#%/&0#&%1"0(&+234%)4+23&-0,"/5

”

Phil Oduor | AIESEC International 2008/2009 Microsoft “Partners in Learning”

Industries of telecommunications, software and IT currently represent an important engine for a global economy: not only are they fast growing sectors in emerging markets, but they are also an important tool for innovation in other industries in developed countries. Therefore, the impact of Information & Communication Technologies is felt all around the globe.

Due to different historical reasons, Africa has been considered the continent with the biggest gap when it comes to ICT. The so called “digital divide” is a major concern regarding the limited access of the majority of the African populations to these technologies. This creates new business opportunities and employment sources that represent a promise of growth for the continent.

As the young leaders, AIESEC members in Africa have worked towards understanding ICT trends and supporting the new generation to be properly equipped to use technological tools to support a better future. This was the conceptual basis behind “ swITch” a project aiming to increase computer literacy among high school students that was implemented with the sponsorship of the P&G Alumni Network. To date, this programme has impacted over 3,000 participants in Kenya, Tanzania, Ghana, Uganda, Nigeria, Togo, Cameroon, Cote D’Ivoire and Zimbabwe.

In 2009/2010…

2$ 573 Internships had a technical focus; The “swITch” project was realized for !"#$%&'!$!()#$(*$+,&(-.$!/$(*-&#.'#$0(!#&.-1$ in the continent 2$ 87 peer to peer educators involved in the project came from 19 countries 2$ More than 3,860 high school students were educated in literacy skills

“AIESEC links the world together by bringing people from different cultures together at a very young age. As a result, AIESEC transforms the way young people engage in the world. Alcatel­Lucent's business is also about linking the world together ­­ with network technologies, applications and services. We enrich people's lives by transforming the way the world communicates. As the AIESEC generation shapes the way information is used for global collaboration, Alcatel­Lucent is proud to be an AIESEC global partner. Working together, we learn together, and we make a bigger positive impact in the world”.

Houston Spencer Head of Solutions and Marketing North Europe | Alcatel ­ Lucent

“

The students were really excited that we were coming from a different country to teach them. They were learning how to use computers and the Internet. They learned to send messages to their parents to let them know they’re okay. I felt good, knowing that I can change the direction of someone’s life. I wanted to give something back to society. I know people are always doing things for me, and for once in my life, I wanted to do something for people. I didn’t realize this when I was applying for an internship, but I really understood the value of helping others when I was there.

22

AIESEC | Global Annual Report

”

Catherine Wahome | Uganda Internship in Tanzania

Impact Report | Sustainability

“

It’s going to take leaders. A willingness to make mistakes and learn from them, to experiment with renewable technologies that will compete. An ability to recognize the companies and organsations that are greening their operations now and who can change employees, shareholders and customers at scale. The sales and strategy needed to get investment for new, creative models of sustainable business. The entrepreneurship needed to work 60%10#&2&/3/%"*&2#+&*27"&0%&*)("&"'$80"#%&2#+&"''"8%0,"&%)&-"2,"&2&-"9283&%12%&60--&8)#%0#:"& to produce good results. The speed to make a plan and deliver on it for the workplace or community, making more use of the resources and people participating. The focus to take a big problem and turn it into solutions which we can implement, fund, manage, measure and achieve. We will do it differently and it is going to take leaders.

”

In 2009/2010…

2$ 987 Internships focused on CSR and Energy

2$ 67 Countries offered internships in sustainability and CSR 2$ Over 200 NGOs, 140 Corporations, 90 Educational Institutions and 14 Governmental Institutions provided AIESEC internships around Sustainability and CSR

“

“As a unique organisation run by youth for youth, AIESEC`s reach in over 100 countries enables it to truly impact youth by creating awareness and engaging them in sustainable practices.

They achieve this through meaningful internships, forums and learning environments. As an organisation with sustainability at the core of its business practices, Unilever is extremely proud to partner with AIESEC to help develop future business leaders with a true understanding of sustainability”.

Stephane Le Camus Global HR Branding Director | Unilever

Lucy Symons | AIESEC International 2008/2009 Communications Manager | USAID’s Clean Development and Climate Program, Asia

The world is challenged by a changing climate, biodiversity loss, abject poverty and environmental degradation. Sustainable development is the only way we can make a difference. In the current context, creating awareness amongst youth is one of the key steps needed in order to take the necessary actions. Based on a research report conducted by AIESEC and Kairos Future for COP15, almost all of the respondents say that their most important responsibility as young people is to leave the world "$)')<,((,+)!.'/,)(.'$)(.,"+)/'+,$(!)4"48)hY_)01)(.,)+,!/0$4,$(!) believe that climate change is a bigger threat to society than war or terrorism. This is what more than 3,000 of tomorrow’s leaders think from all over the world.

To take a closer look at some of the key regions in the world, we can clearly see that the Middle East is one of the world’s greatest energy consumers; it is also one of the biggest investors in developing green energy sources and is navigating its way to sustainable growth. Comparing geo­economic performance in the Responsible Competitiveness Index, the Middle East ranked (."+4)'1(,+)(.,):@BP)'$4)@'!()>!"')M)D'&"%&)B05$(+",!8 Given rapidly growing focus on Sustainability around the world, the topic has been addressed at major events organised

by AIESEC in Jordan, Egypt, Bahrain and Oman. AIESEC in Jordan has become a regional hub for management internships, <+"$#"$#) "$(,+$'("0$'*) ('*,$() (0) E,=) +,#"0$'*) &0$!5*("$#) %+2!8) >?@A@B) "$) S'.+'"$) .'!) *'5$&.,4) "(!) %+!() !5!('"$'<"*"(=) /+0T,&() this year aimed at presenting a well­researched thorough reduction method for carbon emissions in Bahrain. Since Acting Sustainably is a key value for AIESEC, we believe that it is our responsibility to contribute to the society around us with key practices.

As an intern at Sustainability Excellence in Jordan, my main role has been to work with companies and governments across the Arab Region, helping them to adopt and implement sustainability management and reporting practices. I am leading three major projects in Abu Dhabi and Bahrain. The past 9 months have been by far the biggest learning curve of my life. It has been hard work, long 1):(/&2#+&-)%/&)'&%(2,"--0#9;&!:%&"<%("*"-3&("62(+0#9&9"%%0#9&%)&*2#29"&!09&.()="8%/&2#+&6)(7&60%1&1091&.()$-"&2#+&1091&0*.28%&8-0"#%/5& Finally, it reinforced my belief that there is nothing better than an AIESEC experience to drive you towards an exciting, rewarding and impactful career in the area of your passion.

John Joseph Ryan | United Kingdom Internship in Jordan

Impact Report | Diversity & Cultural Education

“

The need for cultural education and an appreciation of diversity are not only challenges of the 20th century. Competition for resources (land, water, energy, etc) already increases pressure between societies and raises the tensions of real and perceived scarcity to bloody 8)#>08%5&?)#>08%&%12%&2--&%))&)'%"#&=:/%0$"/&%1"&/0-"#8"&)'&2-%"(#2%0,"&%1):91%;&!"-0"'&2#+&.(28%08";& breeding a dangerous monoculture where ideology can trump reality and incompetence, or worse, atrocity can result. Despite our 21st century globalised information, technology 2#+&*2(7"%/;&6"&*23&%1:/&$#+&):(/"-,"/&(",0/0%0#9&-"//)#/&12(+&6)#&!3&9"#"(2%0)#/&#)6& passed.

Cultural education is as much about the discovery of one’s own identity as it is an examination of “the other”. This realisation is critical to developing the self­mastery that lies at the core of the leadership journey. Furthermore, an inclusive mentality that seeks to learn from a diversity of different perspectives is foundational to all growth. One must be willing to challenge their assumptions with the arguments of others if they are going to cultivate a worldview ready to tackle the complex issues that face our common humanity.

Arthur Josephson | AIESEC International 2004/2005 Leadership and Alumni Manager | Teach For Australia

In 2009/2010…

2$ 5116 Internships focused on Cultural

Education 2$ 1918 internships in Central & Eastern Europe and Central Asia provided Cultural Education 2$ 1137 recent graduates from Central & Eastern Europe and Central Asia went on an internships focused on Cultural Education “People today need to focus less on getting access to information and more on making sense of it. This requires the ability to look at information from multiple angles and perspectives. AIESEC, through its programmes and activities and the involvement of members from around the world, is developing leaders that are networked, culturally sensitive and have a natural ability to relate to other people’s needs and understand their sensibilities. This makes AIESEC a unique organisation”.

Jan Muehlfeit Chairman | Microsoft Europe 24

AIESEC | Global Annual Report

”

The world population is projected to grow by about 1.2 billion in the next 15 years ­ from 6.8 billion to approximately 8 billion people ­ mostly due to the increased population growth in Asia and Africa.

AIESEC in Europe and Central Asia have a long history of international projects aimed at engaging the youth of big and small cities in a wonderful journey of exploring different cultures by interacting with and learning from the participants of AIESEC’s global internship programme. It increases their curiosity and interest in the world around them and challenges their understanding about what is “normal”. We believe that through these programmes, we enable diverse societies, languages, religions, beliefs and lifestyles to co­exist.

Considerable population growth in some regions of the world combined with an aging population in other regions indicates that migration is a key global trend that will only increase in the &02"$#)=,'+!8)J.,)&.'$#,!-)&0$6"&(!)'$4)0//0+(5$"(",!)(.'()&'$) '+"!,)1+02)(."!)(+,$4)01)2"#+'("0$)3"**)!"#$"%&'$(*=)"$65,$&,)(.,) way we live and how we perceive the world.

Diversity management at work is no longer only relevant for large multinational companies, it is now important for all institutions. Cultural sensitivity is no longer a competency of privileged individuals who have been lucky enough to live or work abroad and interact with various cultures. Cultural understanding and a global mindset are becoming essential for the young generation to obtain.

“

As a political science student who grew up in Dubai, I had the opportunity to communicate with people from all over the world; however, I knew nothing about Kazakhstan. I wanted to learn for myself so I chose an internship there in a summer camp where my role was to teach English and Arabic to children. I worked with 3 other interns from Poland, Pakistan and China. It was so interesting to learn from my teammates and the children we were teaching­ even though our cultures were miles apart and extremely different, we had so many things in common.

Aala Murad | Egypt Internship in Kazakhstan

“

Impact Report | Labour Mobility Research by Eurofound (2007) shows ‘long distance mobility is not common: only 18% of Europeans have moved outside their region, while only 4% have ever moved to another Member State and only 3% outside the Union’.

Based on my own experience as a German living and working in Colombia, I believe that mobile talent is a conductor of innovation and growth, especially when combining the experiences of mature and emerging markets. Around the world, emerging markets are driving innovation by creating opportunities, changing business models ­ literally changing the world. It is a diverse mix of actors who have come together to enable this phenomenon.

Citizens of the European Union have a lot to learn from the exhilarating way of life that is /)&812(28%"(0/%08&)'&*2#3&"*"(90#9&*2(7"%/;&2#+&.").-"&0#&"*"(90#9&8):#%(0"/&!"#"$%&'()*& the European Union’s approach to business. If we continue collaborating, learning, and growing as individuals, diversity can bring about innovation, opportunities and support the co­creation of prosperity.

Sabine Ziem | AIESEC International 2006/2007

”

Consultant | BSD (Business. Sustainability.

Development) Consulting

In an increasingly connected world, labour mobility has become a very present reality across much of the globe. In some markets, it has become a necessity to ensure the competitiveness of that market. As countries come to better understand what other parts of the world have to offer, the need to be a provider and receiver of skills simultaneously becomes increasingly important.

On the tail end of a recession that has impacted countries across Western Europe and North America, young graduates and companies in the region are beginning to see a difference in supply and demand of skills in the market. Along with this realisation came the understanding that much of the knowledge required in the region can be more easily sourced from emerging markets. At the same time, young graduates in Western Europe '$4)Q0+(.)>2,+"&').'7,)105$4)#+,'()<,$,%()(0)&02/*,2,$("$#) their learned skills with experience and knowledge acquired In 2009/2010… through working in emerging markets.

AIESEC has facilitated this transfer of skills and knowledge 2$ 500 recent graduates from emerging by enabling internship opportunities in Western Europe and markets in Asia, Latin America and Central North America for young graduates from the emerging markets & Eastern Europe took internships in of Asia, Latin America, and Central and Eastern Europe. western Europe and North America Additionally, young graduates from Western Europe and North America completed internships in the emerging markets of the 2$ 1,300 recent graduates from Western Middle East, Asia, Latin America, Africa and Central and Eastern Europe and North America completed Europe. Not only do these internship experiences facilitate a internships in the Middle East, Asia, Latin transfer of skills and knowledge between these regions, but they America and Central & Eastern Europe also build life­long skills and global mindsets for youth leaders in these regions. “ In Electrolux we believe that mobility is one one the key success factors to professional and personal growth. AIESEC provides its members with the right experience and mindset that allows them to develop an international career in our company”.

Ann Gårdmark Director of Talent Management | Electrolux

“

My internship took me from my native Canada to Rio de Janeiro, Brazil. I’m currently working for Vale, the second largest mining and energy company in the world, as a Human Resources Analyst. It’s an amazing opportunity to be here and be part of the global growth Vale is experiencing. I am helping a company in an emerging market adapt to business culture in North America. This has been a great learning experience for me as I have to look outside my own culture and business #)(*/&%)&$#+&2&623&%)&*"(9"&):(&8:-%:("/&%)9"%1"(5

Sasha Sears | Canada Internship in Brazil

”

AIESEC | Global Annual Report

25

Impact Report | Social Business

“

There are 4 billion people around the world living with less than 2 dollars per day. With this they provide shelter and food for themselves and their families, educate their children and protect their health. That is, if they can access these things close to where they live, at an affordable price, which for many is simply not the case. How is this possible when more people become millionaires each year, when technology allows us to buy train tickets through our mobile phones? How is this possible when thousands of new social organisations emerge each year, and when governments, foundations and individuals donate billions of dollars to poverty reduction? How can we integrate social and economic objectives, creating markets that are more inclusive?

Rob Parkinson | AIESEC International 2007/2008 Analyst, Social­ Business Learning Center | Artemisia

In 2009/2010…

2 30 Internships focused on Social Business in 8 Countries across Latin America 2 600 AIESEC members participated in workshops on social business ventures and entrepreneurship 2 200 AIESEC members engaged in social business competitions

“

My internship helped me to learn more about social business models, microcredit and community development. By visiting rural communities in Costa Rica, I better understood %1"0(&("2-0%0"/5&E1():91&%10/;&BF,"&+"$#"+&%12%&2&9("2%&*)+"-& for an organization that wants to work in sustainable development is one that combines understanding the local reality, empowering communities, providing tools for development and generating income to ensure sustainability of the organization. It’s this type of organization that I see my future!

Barbara Basso | Brazil Internship in Costa Rica

”

”

The number of emerging markets in the world is increasing. The economies of these market are also growing at a varied place. This is #,$,+'("$#) .5#,) <,$,%() 10+) much of the world as the global economy continues to open up to new markets; however, along with this economic prosperity in emerging markets comes an increasing divide <,(3,,$) (.0!,) <,$,%(("$#) from this prosperity and those left behind.

?$) a'("$) >2,+"&'-) ,&0$02"&) #+03(.) .'!) <,$,%((,4) 2'$=) countries, but is also leaving many individuals, and families behind to fend for themselves with minimal income. The movement of social business and social entrepreneurship has become increasingly important in this region, empowering individuals to make their own choice for themselves and their families, though increased income and/or access to previously unavailable products and services. Social business ventures and social entrepreneurs­ along with the organisations that support them­ have given thousands of people in Latin America an 0//0+(5$"(=)(0)+,C#'"$)%$'$&"'*)"$4,/,$4,$&,8) AIESEC is one such organisation that has been facilitating the advancement of social business in Latin America through offering more than 100 young leaders from over 40 countries the opportunity to support social entrepreneurs in the development of sustainable business models and the set up of their businesses. In partnership with Artemisia, AIESEC continues to generate impact in a lasting way by providing support to these entrepreneurs and providing youth with an opportunity to think of business in a way they may never experience otherwise.

“Artemisia understands that AIESEC interns represent high­ performance human capital, one of the most pressing needs faced by start­up Social Businesses. We have seen how their collaborative approach and leadership skills allow them to form new partnerships between Social Businesses, fostering networks and clusters, which is crucial for the sector to grow. Beyond offering internships we aim to inspire AIESEC members to consider getting involved in Social Business as a career choice.

This sector needs people with professional expertise and passion ')(&/)802-&%(2#/')(*2%0)#&@&0#&ABCDC?&6"&$#+&%1"/"&.").-"&2--& across the globe. It is no surprise therefore to see an increasing number of AIESEC alumni starting their own Social Business initiatives – indeed we consider this the ideal complement to their AIESEC Experience, applying their knowledge and experience to make a real difference in the world”.

Carolina de Andrade, Director, Social­Business Accelerator | Artemisia

Impact Report | HIV/AIDS Pandemic

“

Globally, there are more than 33 million people living with HIV, out of them 2,1 million are children under 15. Unlike many other diseases, HIV is 100% preventable if the right measures are taken. Very simply put, this means almost every single person dying of AIDS or living with HIV is due to poor prevention. It is important to realize that prevention is not rocket science.

It is mainly about helping people to assess their risk of infection and giving them the skills to 2,)0+&9"%%0#9&0#'"8%"+5&A++0%0)#2--3;&:#0,"(/2-&288"//&%)&%"/%0#9&2#+&%("2%*"#%&8):-+&/09#0$82#%-3& reduce the amount of new infections and improve the lives of people living with HIV. HIV/AIDS affects people who are in their prime of life (under 30) – it is the time when people create most value at work and in their community. Therefore this pandemic is not only a disaster to humanity but also to the world’s economy. The world is facing many complex challenges and not all of them can be solved with reasonable efforts. When it comes to making a choice where to start, preventing infectious diseases, especially HIV/AIDS, could have one of the biggest returns on investment.

”

In 2009/2010…

2 1053 Internships focused on HIV/AIDS 2 39 Countries offered internships focused on HIV/AIDS to recent graduates from 78 countries 2 110,457 people have been educated through AIESEC internships and activities 2 Over 160 NGOs, 10 Corporations, 30 educational Institutions and 20 Governmental Institutions provided AIESEC internships around HIV/AIDS “Though our “Living with HIV” programme, we have developed a highly effective workplace HIV education programme, which has been rolled out to all our employees. We are proud that AIESEC had teamed up with us and educated 300,000 young adults, 2#&29"49():.&/09#0$82#%-3&0*.28%"+&!3&GBH;&2#+&61)&(".("/"#%& tomorrow’s leaders.”

Vanessa Green Head of Community Investment, Group Sustainability | Standard Chartered Bank

Mairi Jüriska | AIESEC International 2006/2007 Executive Director | Health Estonia Foundation AIDS is now a pandemic and it is estimated that more than 33 million people around the World live with the disease everyday. Although treatments exist to slow the effects of the disease, a cure has yet to be found. It is estimated that more than 2.1 million people of all ages around the World have died to date as a result of this disease.

Although the effects of HIV/AIDS spread to other areas of the World rapidly in the 1980s, Asia remained relatively unaffected. However by the early 1990s the disease emerged in key Asian countries. Because of the population size of these countries and a variety of unique transition routes for the disease to take, HIV/AIDS has rapidly begun to affect more than 4 million people in the region. >?@A@B)2,2<,+!)'&+0!!)(.,)>!"')D'&"%&)+,#"0$)5$4,+!('$4) their role in increasing awareness about the disease. Twelve countries within the region have developed projects around this.

Countries such as India have a project titled “Living with HIV” that ran activities across 8 Indian cities and engaged nearly 50 partners in the implementation of prevention workshops. Within these 12 cities, nearly 15,000 people have been educated so far as a result of AIESEC activities.

“

I joined AIESEC in South Korea in 2006. In 2009, I decided to take up the challenge of an HIV/AIDS internship in Malaysia. During the course of my 10 week internship, my team and I educated more than 1000 students on prevention. This experience truly helped me to develop my leadership skills in a global environment. Working with 6 teammates from 6 different countries was amazing. The "<."(0"#8"&1"-."+&*"&%)&+"$#"&*3&8)("&,2-:"/&2#+&':%:("& career plans.

”

Hana Choi | South Korea Internship in Malaysia

Initiatives | Media & Publications With a membership of more than 50,000 young people and an alumni base of over 800,000 in 110 countries, AIESEC is able to truly capture a global youth opinion on a number of key topics. This year has seen AIESEC partner with a variety of reputable institutions to do just this and more.

Climate Change – Who Cares?

The topic of the century through the eyes of tomorrow’s leaders from over 120 countries In December 2009, AIESEC partnered with Kairos Future, an international research and consulting %+2)4,'*"$#) 3"(.)15(5+,!) +,!,'+&.) '$4) !(+'(,#=) 4,7,*0/2,$(-) (0) 4,7,*0/-) ,K,&5(,) '$4) '$'*=!,) ') survey of more than 3,000 AIESEC members and recent alumni in 122 countries to determine their thoughts on climate change. The results were brought to the COP15 summit in Copenhagen, where AIESEC presented at events hosted by the European Youth Forum and PlanetCall. i0+)')4,('"*,4)+,/0+()01)(.,)%$4"$#!-)/*,'!,)7"!"( www.aiesec.org

50% of Young People Admit They Don’t Know Enough About HIV and AIDS In August 2009, AIESEC and long­time global partner, Standard Chartered Bank, ran a survey to better understand global youth education and opinions on HIV/AIDS as part of the Living with HIV programme. More than 1,500 members in over 90 countries answered the survey and results were published in sources such as the Financial Times.

For more information, please visit www.aiesec.org

World’s Most Democratic Workplaces In April of 2010 AIESEC International was awarded a place on the WorldBlu List of Most Democratic Workplaces™ for the fourth consecutive year. WorldBlu, a company specializing in democracy in the workplace seeks to highlight exceptionally democratic organisations around the world.

“

AIESEC International’s continued presence on the annual WorldBlu List of Most Democratic Workplaces highlights the importance of youth involvement in democratic models of business. The 54% growth AIESEC has seen globally in the past year is a testament to the effectiveness of democracy in the workplace. WorldBlu is proud to recognize AIESEC’s commitment to democracy in the workplace.

Traci Fention Founder & CEO | WorldBlu

28

AIESEC | Global Annual Report

”

Initiatives | Online J."!)/'!()=,'+).'!)!,,$)>?@A@Bj!)0$*"$,)/+,!,$&,),K/'$4)'$4)4"7,+!"1=8);"(.)')$,3)#*0<'*)3,<!"(,-)"$&+,'!,4)(+'1%&)0$)!0&"'*)2,4"') channels and improvements to our internal platform, myaiesec.net, there are more ways than ever before for students, partner organisations and alumni to engage with AIESEC online.

www.aiesec.org In March 2010, the global website was refreshed and re­ launched. With a new online registration system for students and easy access to information for companies, www.aiesec.org is a starting point to connect the world with AIESEC’s activities.

myaiesec.net This year, a refreshed version of AIESEC’s internal information system, myaiesec.net, was introduced to the global network.

New business increased integration with Google technologies for internal communication and collaboration and a focus on <5!"$,!!)"$(,**"#,$&,)1,'(5+,!),$'<*,4)20+,),1%&",$()0/,+'("0$!) and an opportunity for the global membership to develop their skills. In addition, a beta version of myaiesec.net for mobile was launched to allow members to access the system more easily.

Social Media Fans and followers have more than doubled on all of AIESEC’s global social media platforms this year. There were a number of opportunities for students to interact through initiatives such as the “Global Youth Leadership is not an option – it’s our responsibility” video competition. AIESEC’s global social media platforms are a great place for members, students, alumni and partners to interact with each other and experience AIESEC online.

Wall Street Journal Europe Leaders Institute

“

As part of AIESEC’s 52nd Annual Global Leaders Summit, the Wall Street Journal Future Leadership Institute hosted panel discussions on the Future of Leadership and the Future of Media. Drawing on the diversity represented by over 200 AIESEC national presidents from more than 100 countries.

I have seldom met such a group of passionate young people as AIESEC members. The AIESEC group I met in Tunisia mirrors the future of society: intense, diverse, in­depth, entrepreneurial, engaged… and fun. As a parent I will try to steer my children towards understanding the necessity of engaging in a student organisation such as AIESEC. Gert Van Mol VIP Program Manager | The Wall Street Journal Europe

”

AIESEC | Global Annual Report AIESEC | Global Annual Report

29

Initiatives | Global Events

International Congress From the 22nd – 31st August 2009, 600 young leaders from over 100 countries around the world gathered at the Palace of the Golden Horses in Kuala Lumpur, Malaysia for AIESEC’s 61st International Congress. For 10 days, participants of the congress engaged with over 60 organisations, 100 business leaders and each other, expanding their global network and developing universally required skills of cross­cultural dialogue and understanding.

Through a challenging agenda, the participants had the opportunity to learn, discover and explore with each other topics covering the leadership needed in the world today, the context of our world today, organisational development as well as leadership, management and operational skills.

While the congress itself lasted 10 days, AIESEC’s global network has ensured that the impact has touched over 50,000 young people around the world.

Youth to Business Forum

Key Representatives and Speakers:

IC Fast Facts 9) 9) 9) 9) 9)

ZZ$4)k)Y]!()>5#5!()ZXXc U5'*')a52/5+-)H'*'=!"' gXX)=05$#)*,'4,+! gX)0+#'$"!'("0$! ]Xh)&05$(+",!)+,/+,!,$(,4

What is the stand of today’s youth in shaping the world that they will one day lead? This the question over 600 (.2*1)&"47"/5):/.3);<=)6.2*'/$"5)477/"55"7)72/$*1)'+")8/5') annual Global Youth to Business Forum, the showpiece of AIESEC’s 61st Annual International Congress. 10,000 virtual participants joined over 600 delegates present at the congress to engage in dynamic dialogues with corporate leaders from 5 continents. These discussions expanded the mindset of forward­ thinking global youth leaders on the topics Entrepreneurship in the Financial Crisis, Climate Change & Sustainability and Labour Mobility & Diversity.

Through the usage of AIESEC’s presence on various social media channels such as Twitter, YouTube and Facebook, the Forum engaged over 10,000 young people in live discussions, allowing perspectives from all corners of the globe to be heard.

The day culminated in an open panel discussion facilitated by corporate leaders where all participants were given the opportunity to have their voices heard.

The energy of 600 delegates, 10,000 virtual participants '$4)gX)&0+/0+'(,)*,'4,+!)&+,'(,4)'$)5$2'(&.,4)&0$65,$&,)01) individuals to shape and expand a truly global youth mindset needed to shape the world.

>!"');02,$)S5!"$,!!)Q,(30+E)l)?+,$,)S0,=-)B@:m))>$.,5!,+CS5!&.)?$S,7)l)P,$$"!)U,++"#'$-))V*0<'*)A('1%$#)M)J'*,$()D+0#+'2!)H'$'#,+m)>*&'(,*Ca5&,$()l) Houston Spencer, Vice President Solutions & Marketing for UK/Nordics; Brave New Talent / Lucian Tarnowski, Founder & CEO; Cadbury / Yosayut Sahawatcharin, Global Talent Manager; Canon Malaysia / Sip Chon Liew, CEO; Dell Singapore / Lance Gabert, Director of Global Operations Engineering; Deutsche Post DHL / Gordon Simpson, Sr. Vice President Human Resources, APAC; DHL Express / Deepa George, SEA HR Development Manager; DHL Global Forwarding / >2'405)P"'**0-)B@:)10+)>!"')D'&"%&)R,#"0$m)P"7,+!"(=n;0+E)l)H'+E)o,'!=2'$-)B@:m)@&0a,'4,+!."/)J+'"$"$#)l)?+,$,)H"**'+)M)><45*)R'."2-)P"+,&(0+!)'$4) Founders; Electrolux / Shirley Xu, Senior Vice President of Human Resources & Organizational Development; GlobalCampus / Maurizio de Franciscis, Founder and CEO; Ingersoll Rand / Axelle Detry, Manager of Early Talent Development Europe; Instituto de Empresa / Max Oliva, Associate Director of Social Impact Management; Mindvalley / Vishen Lakhiani, CEO & Founder; PricewaterhouseCoopers / Karel De Baere, Global Information Leader; Prince’s Youth Business International / Andrew Fiddaman, Managing Director; Standard Chartered Bank / Ng Jen Teik, ALM Financial Markets, Malaysia; Tata Consultancy Services / Sivakumar Sankar, Head of Human Resources, APAC; Teach for Australia / Arthur Josephson, Training & Leadership Manager; Unilever / Stephan Le­Camus, Global HR Branding Director; Upwardly Global / Jane Leu, Founder and former CEO; 30

AIESEC | Global Annual Report

Initiatives | Global Events

Global Leaders Summit From the 17th to the 26th of February 2010, more than 200 of AIESEC’s National Chapter Presidents gathered in Hammamet, Tunisia for AIESEC’s 52nd Global Leaders Summit. For 9 days, the individuals with the highest national leadership positions in AIESEC came together to discuss the global direction of the organisation, elect a new international president for the 2010­2011 term and engage with corporate representatives. In preparation for their roles as CEOs of their AIESEC entities, delegates also engaged in leadership skills training designed !/,&"%&'**=)(0).,*/)(.,2)15*%**)(.,"+)&.'**,$#"$#)/0!"("0$!)"$)>?@A@B8)

GLS Fast Facts 9) 9) 9) 9) 9)

]h(.))k)Zg(.)i,<+5'+=)ZX]X) o'22'2,(-)J5$"!"')

ZXX)=05$#)*,'4,+!

ZX)0+#'$"!'("0$! ]Xh)&05$(+",!

Regional Exchange & Leadership Development Seminars >46+) ("4/9) ?@>A>B) +.&75) C) /"1$.*4&) 5233$'5) $*) ?:/$649) ?5$4DE46$869) >2/.,"9) @%"/.43"/$64) 4*7) '+") F$77&") >45'G) H./'+) Africa. These conferences are focused on giving AIESEC members around the world a global perspective and hands­on leadership development and operations training.

AFRICAN EXCHANGE & LEADERSHIP DEVELOPMENT SEMINAR | Kpalime, Togo 9) 24th ­ 30th of March 2010 9)))150 Young Leaders 9)))20 Countries Represented ASIA PACIFIC EXCHANGE & LEADERSHIP SEMINAR | Kaohsiung, Taiwan 9)))21st – 27th March 2010 9)))200 Young Leaders 9)))21 Countries Represented EUROPEAN EXCHANGE & LEADERSHIP DEVELOPMENT SEMINAR | Istanbul, Turkey 9)))15th – 21st March 2010 9)))180 Young Leaders 9)))53 Countries Represented IBEROAMERICAN EXCHANGE & LEADERSHIP DEVELOPMENT SEMINAR | Lima, Peru 9)))13th ­ 19th of March 9)))200 Young Leaders 9)))24 Countries Represented MIDDLE EAST & NORTH AFRICAN EXCHANGE & LEADERSHIP DEVELOPMENT SEMINAR | Amman, Jordan 9)))12th ­18th March 2010 9)))130 Young Leaders 9)))24 Countries Represented AIESEC | Global Annual Report

31

Initiatives | Global Alumni Awards Global Alumni Hall of Fame Each year, the global association presents the prestigious Hall of Fame award to those alumni who have had an outstanding contribution during their time in AIESEC and after leaving the organisation. The alumni recognized have demonstrated active leadership throughout their lives and are still involved in local, national or international activities offering advice and support to the AIESEC membership.

These awards, sponsored annually by PricewaterhousCoopers and Deutsche Post DHL, aim to showcase the impact that AIESEC Alumni have in society and acknowledge their contribution.

The 2009 recipients are: President of Finland from 1994 until 2000. Member of AIESEC in Finland in the year 1963.

He was the founder of the Crisis Management Initiative, aimed to generate effective crisis management in the parts of the world where it is needed. He was awarded with the Nobel Peace Prize for his life­long contribution to world peace. He has constantly given support (0)>?@A@B)'$4).,),K,2/*"%,!)(.,)7'*5,!)>?@A@B)!('$4!)10+)'!)'$)0+#'$"!'("0$8

Martti Ahtisaari (Born in Finland, 1937), Nominated by AIESEC in Finland

A member of AIESEC in Japan on the year 1966 he led a project that generated over 130 exchanges between Germany and Japan. He is the President and CEO of Tsuchiya Group. Some of his internationally­minded management skills were developed during his AIESEC Experience. These skills helped him to expand the business to USA, Czech Republic, China, Canada, Mexico, Vietnam and Thailand. His company currently supports AIESEC in Japan.

Yasuyuki Ohara (Born in Japan, 1943), Nominated by AIESEC in Japan

Previously recognized as one of AIESEC’s International Senior Members and the founder of AIESEC in Panama. He is now the Change Management Lead for the Johnson and Johnson Consumer Group of Companies in Latin America where he is also involved with Strategic Planning, Sustainability, Credo & Workplace Engagement and Diversity and Inclusion initiatives. He is an alumnus of AIESEC in Colombia and a strong supporter of the Alumni Network of AIESEC in Iberoamerica.

Oscar Ayala Arana (Born in Colombia, 1955), Nominated by AIESEC in Colombia

32

AIESEC | Global Annual Report

Global AIESEC Alumni Entrepreneurship and Leadership Award This award is presented to an alumnus who has made a considerable achievement as an entrepreneur and leader in his 0+).,+)%,*4)01),$#'#,2,$(8)

MARTIN ALVAREZ

CEO, DELL Panama Nominated by AIESEC in Central America South (Panama and Costa Rica)

Global Young AIESEC Contribution Award This award is presented to young alumni who are making an outstanding contribution to AIESEC. Alumni with clear evidence of societal contribution and impact are also considered for the award.

DAVID BACON

Founding Director, Carpet for Communities Nominated by AIESEC in Australia

Global AIESEC Contribution Award This award is presented to those individuals who make an outstanding contribution to AIESEC in their countries.

BOB GRABOWSKI

M.Director, DKSH Logistics Services Nominated by AIESEC in Malaysia

HANNES SHOPRA

CEO, ROSNO Allianz (Euroasia) Nominated by AIESEC in Russia

SITWILLA AMOS WAKO

>((0+$,=C)V,$,+'*-)A('(,)a'3):1%&,-)V07,+$2,$()01)U,$=' Nominated by AIESEC in Kenya

AHMAD BUDIMAN

Manager of Investment Promotion, International Finance Corporation, World Bank Nominated by AIESEC in Indonesia

ASTRID GISKEGJERDE

Managing Partner, Mediaedge ­ CIA Nominated by AIESEC in Norway

KOLA AKOSILE

CEO, TransAfrica Financial Services Nominated by AIESEC in Nigeria AIESEC | Global Annual Report

33

We were thinking of people who strive for excellence through creativity and innovation.

“At Electrolux, we aspire to be the world leader in our business.

To do this, it’s absolutely necessary that we attract, develop, excite and retain highly talented people.”

Hans Stråberg, CEO Electrolux

The Insight Cooker with integrated food probe.

Interested in joining Electrolux?

Please visit our website: www.electrolux.com/careers Global internship program with AIESEC For more information contact your local AIESEC organization www.aiesec.org

www.electrolux.com

AIESEC’s Supporters | Global Governance AIESEC International Supervisory Group J."!) =,'+F!) A5/,+7"!0+=) V+05/) "!) 2'4,) 5/) 01) ]Z) /+01,!!"0$'*!) "$&*54"$#) (.,) /+,&,4"$#) /+,!"4,$() 01)>?@A@B) ?$(,+$'("0$'*8) J.,) Supervisory Group is an external governance body that holds AIESEC International accountable to its commitments to the global >?@A@B)$,(30+E)'$4)'$$5'*)<5!"$,!!)/*'$8):7,+!,,"$#)>?@A@B)?$(,+$'("0$'*F!)'&("7"(",!)'$4)'!!,!!"$#)/,+10+2'$&,-)20$"(0+"$#) %$'$&,!-)'$4)#"7"$#)'47"&,)10+)&+"("&'*)'+,'!)01)>?@A@BF!)#*0<'*)'#,$4')'+,)(.,)2'"$)+,!/0$!"<"*"(",!)01)(.,)A5/,+7"!0+=)V+05/8

Professor Christopher Bones (Chair) ­ Dean, Henly Business School at the University of Reading Andrew Fiddaman ­ Managing Director, The Prince’s Youth Business International Fernando Lanzer ­ Managing Director, LCO Partners Jan Muehlfeit ­ Chairman Europe, Microsoft Corporation Juan Cajiao)C)i0+2,+)D+,!"4,$(-)>?@A@B)?$(,+$'("0$'*)G,K)01%&"0)2,2<,+I[ Kevin D. Stringer ­ Director, Global Transaction Banking, Credit Suisse Michiaki (Mike) Tsurumi ­ External Senior Consultant, Deloitte LLP Patrice Van Riemsdijk ­ Chair, The Hub Foundation the Netherlands Ralph Hamers ­ Global Head Wholesale Banking Network, ING Simon Bennett ­ Partner, Fox Williams Victor Loewenstein )C)>47"!0+)G,KC01%&"0)2,2<,+-)B.'"+)01)(.,)>?@A@B)?$(,+$'("0$'*)>47"!0+=)B05$&"*I[ Walid Tawil – Chairman, Aya Multi Investments * Denotes AIESEC Alumnus

Global Council of Board Chairs Every national Member Committee (MC) and Local Committee (LC) are encouraged to have a board of advisors that holds them accountable to their plan and budget and provides advice and continuity of activities. The chairpersons of the national (MC) boards are invited to join the Global Council of Board Chairs. The main objectives of the council are to facilitate the strengthening of #07,+$'$&,) '$4) '&&05$('<"*"(=) "$)>?@A@BF!) #*0<'*) ,$("(",!-) ,$&05+'#,) &0225$"&'("0$) <,(3,,$) (.,) 4"11,+,$() ,K(,+$'*) <0'+4!) 01) >?@A@BF!)HB!)'$4)>?@A@B)?$(,+$'("0$'*)(0)"$&+,'!,)(+'$!/'+,$&=)01)>?@A@Bj!)'&("7"(",!)#*0<'**=)'$4)(0),$'<*,)(.,),$#'#,2,$()01) Board Chairs of AIESEC’s MCs in global events and activities.

AIESEC | Global Annual Report

35

AIESEC’s Supporters | Global Awards UBS Global Achievement & Excellence Award The UBS Global Achievement & Excellence Awards are given annually to AIESEC entities that have displayed role model performance and .'7,)#"7,$)')!"#$"%&'$()&0$(+"<5("0$)(0)(.,)#*0<'*)$,(30+E8)) These awards recognize outstanding performance in three key areas: 9)))V+03(.)"$)?$(,+$'("0$'*)?$(,+$!."/!)'$4):/,+'("0$'*)R,!5*(!8 9)))>*"#$2,$()3"(.)>?@A@Bj!)V*0<'*)P"+,&("0$8) 9)))A5!('"$'<*,)V+03(.8

2009 Global UBS Achievement & Excellence Award Winners: GLOBAL WINNER:)>?@A@B)"$)?QP?>)G>!"')D'&"%&I AIESEC in India achieved 34% growth in exchange and opened 1982 internship opportunities. They also saw 98% growth in membership and 40% growth in the number of leadership opportunities available to Indian students.

REGIONAL WINNERS: Africa: AIESEC in KENYA Central & Eastern Europe: AIESEC in RUSSIA Iberoamerica: AIESEC in MEXICO Middle East & North Africa: AIESEC in EGYPT Western Europe & North America: AIESEC in Canada

“

In my role as a senior HR leader, I often connect with graduates and others who are in the early stages of their careers. AIESEC interns consistently demonstrate the personal qualities that thrive in global companies like ours – intelligence, integrity, open­ mindedness, team spirit, and most importantly, an international worldview. Congratulations to the regional award winners for their exemplary performance and contribution, and especially to AIESEC in India for their spectacular growth and success in 2009.

Gery Brüderlin Head of HR | UBS Wealth Management & Business Banking

36

AIESEC | Global Annual Report

”

AIESEC’s Supporters | Global Awards ING Leadership Excellence Award The ING Leadership Excellence Awards are given every year to AIESEC entities that have demonstrated outstanding progress towards the organisational vision set for 2010.

The measures of success considered are: 9)))Q52<,+)01)H,2<,+!

9)))Q52<,+)01)?$(,+$'("0$'*)?$(,+$!."/!)1'&"*"('(,4 9)))Q52<,+)01)a,'4,+!."/)D0!"("0$!)011,+,4 9)))Q52<,+)01)2,2<,+!)3"(.)<0(.)?$(,+$!."/)'$4)a,'4,+!."/)))) experiences

2009 ING Leadership Excellence Award Winners: ING Leadership for Overall Relative Growth: AIESEC in PUERTO RICO This award is given for outstanding relative growth in all measures of success.

ING Leadership for Overall Absolute Growth: AIESEC in TAIWAN This award is given for outstanding absolute growth in all measures of success.

ING Leadership for Exchange Growth: AIESEC in INDIA

This award is given for outstanding growth achieved in the number of exchanges realised.

“

ING Leadership in Achieving Impact – “Every Member, Every Day, Everywhere: AIESEC in EGYPT This award is given for outstanding leadership and evenly 4"!(+"<5(,4)#+03(.)'20$#)*0&'*)01%&,!8

ING is proud to partner with AIESEC for the annual ING Leadership Excellence Awards. Young AIESEC members are very lively, energetic, enthusiastic and open for communication; characteristics that ING seeks to develop in the next generation of leaders. It is remarkable how important the ING awards are for these young people. I think that ING's sponsorship of the Leadership Excellence Awards is a great and valuable initiative.

Alexander Pisaruk Country Manager | ING Russia

Norman Barnett & Bharat Bhasin Award The Norman Barnett & Bharat Bhasin Awards are given each year by AIESEC’s Alumni. They seek to award the relevance of AIESEC and the impact of experiences offered around key issues in a country, territory or region.

”

The measures of success considered are: I International internship activities run by AIESEC entities in emerging markets and developing economies; I AIESEC Experiences (internships and leadership roles) offered around key issues; Three projects were awarded with the Norman Barnett & Bharat Bhasin Award during the International Congress of AIESEC 2009 in Kuala Lumpur, Malaysia: First Place: Wall of Hope, AIESEC MAINLAND OF CHINA Second Place: Ser Más Project, AIESEC in IBEROAMERICA and The Indonesia Bisa Project, AIESEC in INDONESIA AIESEC | Global Annual Report

37

AIESEC’s Supporters | Global Partners

A partner since 2004, Alcatel­ Lucent realises more than 40 internships a year and is focused on sourcing technology & management talent for projects in Europe, Middle East, Africa, Asia and Americas.

B02<"$"$#) >+(,2"!"'F!) ,K/,+("!,) 3"(.) >?@A@BF!) #*0<'*) $,(30+E-) 3,) have co­created the Social Business Ventures Programme, allowing AIESEC members to impact society through international experiences and learning processes.

>?@A@BF!)+,*'("0$!."/)3"(.)P,5(!&.,) Post DHL is one of the largest global partnerships, realising over 80 interns every year across the world and supporting the recognition of AIESEC Alumni.

For over 7 years now, Electrolux has been a strong global partner of AIESEC, every year giving opportunities to over 35 young professionals from AIESEC in different locations globally.

a@>P-)>?@A@BF!) #*0<'*) *,'4,+!."/) development programme, is designed in partnership with Future Considerations, an expert &0$!5*("$#) %+2) "$) *,'4,+!."/) '$4) strategy based in London. We have been partners since late 2009.

Facebook partners with AIESEC through the Graduate Recruitment Programme, supporting permanent placements of our most experienced AIESEC members in online marketing and sales positions.

Husqvarna joined the AIESEC Global Exchange Programme in January 2009 aiming to source high potential international talent and position themselves among the generation of up and coming leaders.

IE seeks to attract the best young talent for its Masters programmes and believes AIESEC members are outstanding candidates.

Since 2006, ING has been an ?$(,+$'("0$'*) A/0$!0+) 01) >?@A@BF!) strategic operations to build a strong ,2/*0=,+) <+'$4-) '&&,!!) >?@A@BF!) unique talent and foster partnerships on national levels.

38

AIESEC | Global Annual Report

Our Partners AIESEC’s Supporters | Global Partners

Ingersoll Rand sources their Accelerated Development Program in Europe with highly talented AIESEC associates every year.

AIESEC candidates every year.

A Global Partner since 2006, Microsoft has realised more than 60 internships. AIESEC and Microsoft also co­operate around the MSDNA Academic Alliance Alliance, and Students Students To Business Programme program and and Alumni intiatives.

PwC has been supporting AIESEC globally now for over 3 decades. The partnership includes includes co­operation co­operation in the global exchange program, alumni in the global exchange programme, initiatives, advisory support alumni initiatives and advisory support.

Reckitt Benckiser Benckiser is is new new toglobal to the partner partner global family. family.

They They are seek looking to (0) <,$,%() 1+02) #*0<'*) /0!"("0$"$#) position their brand among top talent of their brand globally and share and opportunities their business to !05+&,) (0/) industry knowledge ('*,$() 1+02) with AIESEC’s >?@A@BF!) membership. membership and alumni.

Standard Chartered Chartered Bank Bank sponsors sponsor AIESEC projects projects around under HIV/AIDS the HIV Learnng Network to educate 30,000 to educate 300,000 young people young people on HIV and AIDS by over the past 3 years. 2010 marked ZX]X) '&+0!!) (.,) >!"') D'&"%&) '$4) (.,)/+0T,&(j!)&5*2"$'("0$)!/,&"%&'**=) Africa region.

10&5!"$#) 0$) (.,) >!"') D'&"%&) '$4) Africa regions.

Alongside attracting talent for their Asian technology projects, TCS supports AIESEC in maintaining MyAIESEC.net, the global internal platform which which connects connects 40 50,000 000+ members and 50 000+ Alumni members and 800,000 + alumni . worldwide.

The Global Partnership partnership between Unilever and AIESEC is focused on talent management and brand advisory.

Vale partners with AIESEC to source high potential international top talent high potential international top talent for the Global Trainee Program. for their Brazil Intern and Management Trainee Programmes, as well as position themselves globally as an ideal employer.

Ab Taking 40 an Interns average every of 40 year Interns and supporting other key initiatives, UBS annually and supporting AIESEC’s 3'!)(.,)%+!()>?@A@B)V*0<'*)D'+($,+) strategic operations, UBS was and has been >?@A@Bj!) %+!() V*0<'*) in partnership D'+($,+) with '$4) AIESEC for more than 40 years. has been in partnership with AIESEC for more than 40 years.

AIESEC | Global Annual Report AIESEC | Global Annual Report

39

Financial Report J.,)>?@A@B)?$(,+$'("0$'*)ZXXcCZX]X)(,'2)!('+(,4)(.,)(,+2)3"(.)')&*,'+)10&5!)0$)"2/+07"$#)(.,)%$'$&"'*)!5!('"$'<"*"(=)01)(.,)0/,+'("0$!)

01)<0(.)(.,)>?@A@B)?$(,+$'("0$'*)01%&,)'$4),$("(",!)"$)>?@A@Bj!)#*0<'*)$,(30+E8)J."!),$4,'70+).'!)<,,$)!5&&,!!15*)'$4)(.,)4,('"*!) below will help into illustrate this.

Revenue

The two largest sources of revenue for the AIESEC ?$(,+$'("0$'*) 01%&,) '+,) 2,2<,+!."/) 1,,!) /'"4) "$) +,(5+$) 10+) services provided to entities in AIESEC’s global network (totaling €478,460 this year) and sponsorship from corporate partners (totalling €627,869 this year). In addition, for the same period non corporate income was increased to €39,957.

Membership fees

Sources of revenue

40

%

Revenue

Partners Membership Grants

52

%

5% 3%

Other

Expenditure

41 %

Main areas of expenditure 09/10

EUR

Global Information Systems

118 132

211 628

Country Development

64 696

71 356

Exchange Management

7 516

7 176

Talent Management

7 268

6 888

Strategic Direction

7 551

14 969

Brand Management

7 143

Financial Management

1 086

Conference Management

602

>1%*"'("0$

264 467

140 292

478 460

452 309

Corporate

627 869

784 495

Non­corporate

39 957

24 230

667 826

808 725

Other

54 202

8 248

Total Revenue

1 200 488

1 269 282

Salaries & Personnel expenses

343 167

541 320

Information System expenses

307 390

349 002

Travel expenses

61 387

57 417

Communication expenses

6 451

17 575

Global Training Seminar

56 667

:1%&,),K/,$!,!

54 329

66 394

Meeting & conference expenses

27 995

24 893

Governance expenses

15 675

13 151

Financial administration expenses

1 283

35 368

Legal expenses

5 358

38 193

P,/+,&"'("0$)('$#"<*,)%K,4)'!!,(!

2 440

3 133

Sponsorships, Donations & Grants

31

%

9%

21 763

Bad debts and write­offs

4 982

22 204

Other expenditure

87 128

38 546

Information Systems Other

Total expenditure

974 251

1 228 904

2015 Project Fund

75 000

Information System Fund

37 000

3% 6%

AI Plan Fund

10 000

:1%&,

AI Infrustructure Fund

3 000

Conferences

Balance

101 236

Government

J."!)%$'$&"'*)4'(')+,1,+!)(0)(.,)/,+"04)1+02)]!()\5$,)ZXXc)(0)Y]!()H'=)ZX]X8) For the purposes of this report, only actual expenses coming from AIESEC International’s operations and AIESEC International Funds are shown, excluding funds held by AIESEC International on behalf of third parties, from (.,)'54"(,4)%$'$&"'*)!('(,2,$(!)(0)3."&.)D+"&,3'(,+.05!,B00/,+!)"!!5,4)'$) 5$d5'*"%,4)0/"$"0$)0$)]Z(.)01)\5*=)ZX]X8

Finance & Legal Communications

AIESEC | Global Annual Report

Amortisation intangible assets

Personnel

Travel

6%

2008­09

EUR

Expenditure

The overall level of expenditures decreased in 2009­2010 in 0+4,+)(0)!(+,$#(.,$)>?@A@B)?$(,+$'("0$'*j!)%$'$&"'*)/0!"("0$)'$4) mitigate any effects of the global economic crisis. Due to changes in staff structure and allocation, personnel expenses decreased by approximately 3%. The majority of expenditures in the 2009­ 2010 term were made to ensure AIESEC members across the world received the focus and support they needed through the development of the global intranet system (myaiesec.net) and support of global meetings and summits.

In addition, the current economic situation contributed to ') !"#$"%&'$() '205$() 01) ,K/,$!,!) <,"$#) 207,4) 1+02) (.,) *'!() %$'$&"'*) =,'+) (0) (.,) ZXXcCZX]X) %$'$&"'*) =,'+) '$4) /+07"!"0$!) being made for potential bad debts.

40

2009­10

40 377

ACKNOWLEDGEMENTS Global Annual Report Publication Manager: Carolyn Rush Layout & Design: Anna Skryabina Special thanks to: Aditi Bhat, Aman Jain, Chris Bones, Cindy Rocha, David Benjamin, Emily Jones, Fatima Rocha, Franklin Morales, Jacob Formosa, Jay Chuah, Lucas Florez, Malina Cioplan, Maria Kuvshinova, Mehmet 34054&4), Ruthie Garelik, Vishal Jodhani and all members and partners of AIESEC who contributed to this edition.

The Global Annual Report is distributed to members and partners of AIESEC and is available for download on the global website. This edition was compiled and edited at !"#$+67879$6*!#&*.!(/*.0$:,%-#$(*$;"#$<#!"#&0.*5'=

Copyright © 2010 by Stichting AIESEC International All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form, or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior consent of the publisher.

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